Please use this identifier to cite or link to this item: http://hdl.handle.net/10553/76867
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dc.contributor.authorÁlvarez Gil, María Joséen_US
dc.contributor.authorGonzález de La Fe, Pedroen_US
dc.date.accessioned2020-12-20T20:06:57Z-
dc.date.available2020-12-20T20:06:57Z-
dc.date.issued1999en_US
dc.identifier.issn0033-6807en_US
dc.identifier.otherScopus-
dc.identifier.otherWoS-
dc.identifier.urihttp://hdl.handle.net/10553/76867-
dc.description.abstractThe importance of the automotive industry in the global economy is widely recognised. The sector has undergone enormous changes in order to prepare for the fierce competition of the 21st century. Among these transformations, the most relevant are those technologies developed for the rapid evolution of activities linked to new designs, new products, and new manufacturing processes and systems. Innovative Japanese carmakers have stimulated international performance comparisons in these activities. International technology alliances may be one way of gaining access to new competitive technologies. Risks and costs associated with new product development can be shared among the partners and more effective use can be made of manufacturing facilities and production capabilities. Sometimes, an alliance agreement may lead to the deployment of new capabilities. However, in spite of this potential, the literature presents the success rate of alliances at less than 50%. Our study considers two examples of companies that developed international joint ventures (IJVs): Rover with Honda, and Seat with Volkswagen. Since these two European peripheral companies, Rover and Seat, no longer remain as independent firms, we are interested in identifying the reasons leading to the success or failure of these IJVs as regards the New Product Development (NPD) process. In particular, in both cases the paper looks at the problems of the weaker partner becoming increasingly dependent on the other partner and the need for a well-defined strategy to benefit from IJVs.en_US
dc.languageengen_US
dc.relation.ispartofR and D Managementen_US
dc.sourceR and D Management [ISSN 0033-6807], v. 29 (4), p. 391-404, (Octubre 1999)en_US
dc.subject3317 Tecnología de vehículos de motoren_US
dc.subject.otherInternational Joint Venturesen_US
dc.subject.otherKnowledgeen_US
dc.titleStrategic alliances, organisational learning and new product development: the cases of Rover and Seaten_US
dc.typeinfo:eu-repo/semantics/Articleen_US
dc.typeArticleen_US
dc.identifier.doi10.1111/1467-9310.00149en_US
dc.identifier.scopus0033441253-
dc.identifier.isi000083119400008-
dc.contributor.authorscopusid7801528529-
dc.contributor.authorscopusid6506817543-
dc.description.lastpage426en_US
dc.identifier.issue4-
dc.description.firstpage423en_US
dc.relation.volume29en_US
dc.investigacionIngeniería y Arquitecturaen_US
dc.type2Artículoen_US
dc.contributor.daisngid541435-
dc.contributor.daisngid19320937-
dc.description.numberofpages14en_US
dc.utils.revisionen_US
dc.contributor.wosstandardWOS:Gil, MJL-
dc.contributor.wosstandardWOS:de la Fe, PG-
dc.date.coverdateOctubre 1999en_US
dc.identifier.ulpgcen_US
dc.description.jcr0,519
dc.description.jcrqQ2
dc.description.ssciSSCI
item.grantfulltextopen-
item.fulltextCon texto completo-
crisitem.author.fullNameGonzalez De La Fe,Pedro-
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